Definition of a Leader
- Has followers
- Has influence
- Mobilizes towards a common goal
Need for Leadership
- Keeps things going
- Shapes the values
- brings together for common vision and direction
- one that makes things happen
The social Frames
- Structural
- Human Resources
- Political
- Symbolic
Core values of a leader
- Justice
- Integrity
- Loyalty
- Diligence
- Humility
- Compassion
- Courage
Core skills of a leader
- Leading
- Discernment
- Energize, motivate and generate movement
- Persevere
- Foresee
- Adjust
- Create
- Master the context
The Mission, Vision, Strategy, and objectives of an organization
- Mission – Why
- Vision – Where are we going
- Strategy – How, Game plan
- Objectives – When, Who, Tactical side
- Decision making
- Change
Characteristics of Good decision-making
- Being decisive
- Informed
- Sensitive to timing
- Collaborate
- Prioritize
- Step out and decide
- Willing to retrieve
The 12 Commands of Change
- Develop a vision and strategy
- Question the Status Quo
- Underscore the need, create urgency
- Involve people though change
- Anticipate resistance
- Respect the past
- Leave some things the same
- Aim for the 80%
- Be wise with early successes
- Anticipate losses
- Be willing to reconsider
- Be a frantic learner
The Principles of effective team building
- Respect the values of working with teams
- Build with the best
- Pay attention to follower readiness
- Treat people with dignity and respect
- Steward resources wisely
- Keep everyone focus on mission
- Communicate with the team
Managing conflict
- Face them
- Avoid demonizing your opponents
- Avoid responding defensively
- Give them the appropriate energy
- Weigh the criticism
- Choose which battles to fight
- Aim to reconcile, heal
- Submit to the crucible
- Extend your learning to others
- 2 Timothy 2:24 – the attitude to keep
Preparing for transitions
- Make your present leadership count
- Know when its time to leave
- Prepare the organization to succeed after you leave
- Step aside with integrity
What is your take away from “the Advantage”
Clarity, clarity, clarity, clarity!
Wagner Dodge – Mann Gulch
Experience + stress for maximum performance
Lay down the groundwork early to build trust and information. Tell stories to add to your teams lack of experience.
If you’ve made several bad calls, prepare to be challenged.
Eugene Kranz – Apollo 13
o Expecting high performance Your high standards and optimistic anticipations will not guarantee a favorable outcome, but their absence will assuredly create the opposite.
o When both speed and precision count, sharing information and keeping everybody’s eye on both goals simultaneously are essential for achieving both.
o Construct decision-making teams out of the most qualified and procedures for intensive problem solving before they are needed.
o Developing teams and teams of teams though training and exercise can create the implicit understandings that make for fast and accurate decisions making when the teams are under duress but must act.
